The Design Core Market

Assessment

Specification

MANUFACTURE
Concept
Plant location Design

Plant layout

Production scheduling Detail

Design

Critical path analysis

Materials requirement planning

Manufacture

Just in Time management

Sell
Plant Location
Possible Factory Location
Criterion Weighting A B C D E
PROXIMITY TO:

Skilled labour 7 2 14 3 21 0 0 1 7 4 28
A pool of unskilled labour 8 5 40 2 16 0 0 4 32 2 16
A motorway 7 3 21 2 14 1 7 3 21 4 28
An airport 4 1 4 3 12 4 16 2 8 2 8
The sea / a river 0 2 0 5 0 5 0 2 0 1 0
Housing 5 4 20 3 15 0 0 3 15 4 20
Amenities 5 3 15 2 10 0 0 2 10 3 15
Potential for expansion 7 2 14 1 7 5 35 3 21 2 14
Availability of grants/incentives 8 1 8 2 16 5 40 1 8 3 24
Safety 2 3 6 2 4 5 10 2 4 2 4
Planning constraints 5 2 10 3 15 5 25 4 20 2 10
Environmental impact 4 3 12 2 8 4 16 1 4 2 8
TOTAL 164 138 149 150 175
 Functional Plant Layout

Common for a large variety of

L L M M
products in batch volumes.
Similar processes are grouped L L M M
together. Material 1

Inefficient: Long material transport

routes from dept. to dept. Work in Material 2
progress is high. Tracking of orders D D
ASSEMBLY
can be difficult.
1
D D
Advantages: Specialist labour and
supervision. Flexibility as material Product 1
can be rerouted in any sequence.
Product 2
G G
ASSEMBLY
2
G G
 Product Plant Layout

Mass production where variety is small

and production volumes are very high.
L M D G
AKA flow or line layout.
More efficient, but less flexible than
functional layout. A
S
Work in progress is minimised, and jobs S
are easily tracked. E
L M D G
Investment in specialised capital M
equipment is high, so a reliable and B
steady demand is required. L
Y
Very sensitive to machine breakdown or
disruption to material supply.
L M D G
 Cellular Plant Layout
AKA Group Technology
Each cell manufactures products L M ASSEMBLY
belonging to a single family.
D G CELL 1
Cells are autonomous manufacturing
units which can produce finished parts.
Commonly applied to machined parts.
Often single operators supervising CNC M M ASSEMBLY
machines in a cell, with robots for
materials handling. D G CELL 2

Productivity and quality maximised.

Throughput times and work in progress
kept to a minimum.
Flexible. L L ASSEMBLY
Suited to products in batches and where L G CELL 3
design changes often occur.
 Designing a Cellular Layout
A company produces 16 specialist tools.
The company is planning to relocate and reorganise production with a cellular layout, with
cells containing 5-7 machines each.
Production involves 10 types of machine: L1, L2, L3, D1, D2, M1, M2, G1, G2, F.
4 machines of each type are used, except D2 of which there is only 1.

Part Route Part Route

1 L1,L2,M1,D1,G1,F 9 L3,M1,G2,M1,D1,G2
2 L1,M1,D1,G2,F 10 L2,L3,M1,G1,G2,F
3 L2,M1,D1,M2,G1 11 L2,M1,G1,M1,G2,F
4 L2,D1,M1,M2,G2,G1 12 L1,L2,M1,D1,M2,G1
5 L1,L2,M2,G1,D2,G2 13 L1,L3,M1,D1,G2,F
First draw up a table of part 6 L2,M1,D1,G2,G1 14 L3,M1,G1,M1,G1,G2,F
routes. 7 L1,M1,D1,G1,D1,G1,F 15 L1,M2,D2,G1,G2
8 L2,D2,G1,D2,G1,G2 16 L1,M1,D1,M2,G1,F
 Designing a Cellular Layout
Draw-up a machine-part incidence matrix Construct a dendrogram based on pairs
of closely related machine routes
Machine
Part
L1 L2 L3 D1 D2 M1 M2 G1 G2 F Proximity between
1 1 1 1 1 1 1
machines/clusters
2 1 1 1 1 1
3 1 1 1 1 1 8
4 1 1 1 1 1 1
5 1 1 1 1 1 1
6 1 1 1 1 1
7 1 1 1 1 1
8 1 1 1 1
9 1 1 1 1 6
10 1 1 1 1 1 1
11 1 1 1 1 1
12 1 1 1 1 1 1
13 1 1 1 1 1 1
14 1 1 1 1 1
15 1 1 1 1 1 4
16 1 1 1 1 1 1

Proximity between machines

n 2
d pq apj aqj a=1 used
j 1 a=0 not used
e.g. p=1, q=2 then d12=3 (L2,G1,G2) 0
1 7 16 12 3 4 6 2 13 9 10 11 14 8 5 15
 Designing a Cellular Layout
8
L1 L2 M1 L1 L3
8
L2 M2 D2
Cell A Cell C 8 8
D1 M1
Routes 1, 7, 16 Routes 2, 13, 9
L1 G1 G2
8 8
F G1 M2 F G2 D1 Cell E
Routes 8, 5, 15

Machine No. before No. after

L1 4 4
L1 L2 M1 L2 L3 L2 4 4
L3 4 2
D1 4 3
Cell B Cell D D2 1 1
D1 M1
Routes 12, 3, 4, 6 Routes 10, 11, 14 M1 4 4
M2 4 3
G1 4 4
G1 G2 M2 F G2 G1 G2 4 4
F 4 3
Total 37 32
 Other Plant Layouts

Fixed Position Layout (right)

Single large, high cost components or
COMPONENTS
products.
Product is static. Labour, tools and
MATERIAL LABOUR
equipment come to the work rather than
vice versa.

Random Layout
Very inefficient PRODUCT
Small factories, start-up companies.

Process Layout
Process industries, e.g. steelmaking.
The process determines layout. LABOUR MATERIAL

COMPONENTS
 Single Machine Scheduling
Shortest Processing Time (SPT) Others
Henry L. Gantt, Frankford Arsenal, USA
Schedule ABC
Minimise average
processing time
I. WSPT Schedule in order of
A B C
Time weighted shortest processing
2 6 7 time
Schedule CAB

II. Minimise average delay

C A B
Time EDD Schedule in order of
1 3 7
earliest due date
+ 1 h delivery time to customer
Average customer waiting time: WEDD Schedule in order of
I. (3+7+8)/3 = 6 h weighted earliest due date
II. (2+4+8)/3 = 4 2/3 h
Shortest jobs before longer jobs
 Scheduling Operations in Series

Sample: A B C D E Schedule ABCDE

Time to Prep.
prepare (h) 6 7 4 6 2 A B C D E Time
6 13 17 23 25
Time to Phot.
photograph (h) 5 6 6 3 4 A B C D E
6 11 13 19 25 28 32

Johnsons Algorithm
Step 1. Find next job with the
shortest processing time on either Prep.
machine. E C B A D A D
Step 2. If on 1st machine then 2 6 13 19 25
schedule at next earliest position. Phot.
Step 3. If on 2nd machine then E C B A DA D
schedule at next latest position. 2 6 12 19 24 28
 Scheduling Machines in Parallel
A 31
B 5 Machine 1
C 25
A F I H Time
D 7
31 43 55 61
E 10
F 12 Machine 2

G 28 G J E B L
H 6 28 45 55 60 64
I 12
Machine 3
J 17
K C K M D
21
25 46 54 61
L 4
M 8 Greedy heuristic: Biggest job first.
Schedule next longest job
on next available machine
Critical Path Analysis
More complex scheduling involving operations in parallel and in series

Time
Operation Required Predecessors Earliest finish time of Earliest
(h) predecessors Start
A 3 - - 0
B 3 A 3(A) 3
C 1 - - 0
D 2 C 1(C) 1
E 8 A, D 3(A), 1+2(D) 3
F 4 - - 0
G 1 F 4(F) 4
H 4 - - 0
I 12 C 1(C) 1
J 6 B, E, G 3+3B, 3+8(E), 4+1(G) 11
K 4 H, I, J 4(H), 1+12(I), 11+6(J) 17
 Critical Path Analysis
H Allowable slack
0 17 Critical path
Earliest Latest
4 start time finish time
Operation period

C I K
A
0 1 1 17 17 21
D C
1 12 4
F
1 3
Operation
H
2 E time
A D
3 11
0 3 J I
8
3 B 11 17 B
3 11 E
6
3 G
F G J
0 10 4 11 K
4 1
8 16 Time (h)
Materials Requirement Planning (MRP)

Master
Bill of Current
Production
Materials Inventory
Schedule

MATERIALS REQUIREMENTS PLANNING PROGRAM

Material
Purchasing Manufacturing
Control
Schedule Schedule
Schedule
 Master Production Schedule (MPS)
A production plan showing period by period anticipated production of finished items
N.B. It is not a sales forecast, though expected sales are a consideration

Planning period depends on

manufacturing lead time etc.

Week 5 6 7 8 9 10 41 42

Product P65 10 0 20 0 20 0 20 0

Product K92 15 20 20 25 15 20 20 20

Product U37 30 35 5 45 30 30 30 30

Current week

MPS is updated in a rolling fashion: adding one or more periods

to the far end of the production schedule as well as updating
the amounts to be produced
Master Production Schedule (MPS)
Product P65
Current stock on hand = 10 Current week: 4

Week 5 6 7 8 9 10 41 42

Forecast
10 10 10 10 10 10 10 10
demand

MPS 10 0 20 0 20 0 20 0

Orders
8 8 5 0 2 0 0 0
accepted

Available to
4 0 15 0 18 0 20 0
promise

(Current stock + MPS) (Total orders to next production run) = Stock available to promise

10 + 10 - 8 + 8 = 4
Master Requirements Planning (MRP)
Product P65 Planning
Current stock on hand = 10 period

Week 1 2 3 4 5 6 37 38

Gross
10 20 10 30 0 10 20 20
requirements
Scheduled
10 25
receipts
Net
25 10 20 20
requirements
Planned order
35 40
receipts
Planned order
35
releases
Projected
10 10 15 5 10 10 0 20 0
inventory
 Economic Order Quantity
Q
Let
C0 = Cost of placing an order,
Inventory level

CH = Cost (per year) of holding a single unit in stock

D = Demand rate (no. units per year)

No. orders per year = D/Q

Total cost of ordering stock per year = COD/Q

Holding cost per year is CH x Q/2 (average stock level)
Time
Order COD CHQ
Arrives
Total cost per year, T
Q 2
For a given continuous demand rate, dT C D C
inventory can be controlled with large To minimize cost set O2 H 0
order sizes Q ordered at low
dQ Q 2
1/ 2
frequencies or small order sizes 2C D
ordered at high frequencies. What is So the economic order quantity, Q* O
the optimum value of Q = Q* ? CH
 Economic Order Quantity
The flat minimum phenomenon
Suppose that instead of ordering Q*, we
order an amount Q Q * (1 )

COD C Q * (1 )
Total cost per year, T

C D CQ T H
T O H Q * (1 ) 2
Q 2 1/ 2 1/ 2
C D C C (1 ) 2COD
O H H
(1 ) 2DCO 2 CH
1/ 2
DCOCH 1
1
Holding costs alone 2 1
1/ 2
DCOCH
(1 ... 1 )
2 3
Q
2
Demand is never truly predictable.
What happens if we get the value of Q slightly
So, T (2DCOCH )1/ 2 (1 2 / 2)
wrong?
Even if we over-order by 10%, the cost of
the stock is only increased by about 0.5%.
Just in Time Manufacture (JIT)
A system of organising manufacturing, the essence of which is to remove
waste, particularly in the waste of time and resources associated with stocks
held at different stages of the manufacturing process.
Reduction of batch sizes
Large batch sizes are costly to produce (large amounts of stock, long time to
produce the whole batch before reaping a return). JIT philosophy is to reduce
batch sizes towards unity.
Reduction of set-up times
Each batch is costly in set-up time. Achieving small batch sizes requires the strive
towards reduced set-up times. Achieved with, e.g. reprogrammable equipment,
quick change tooling, storage of tooling close to machine etc.
Reduction of buffer inventories
Materials, sub assemblies, part processed parts etc. in queues/storage are costly
and inefficient. They cost money rather than make money.
Frequent deliveries and long term relationships with suppliers
Reduced batch sizes and buffer inventories require small, but frequent deliveries
often on demand. Suppliers viewed as partners rather than adversaries.
Just in Time Manufacture (JIT)
Short lead times
Results in increased responsiveness to customer requirements and therefore
increased competitiveness.
Simple material flows and reduced floor space
Product or cellular plant layouts are essential to ensure smooth flow of material
through the factory. The functional layout results in too much work in progress.
Teamwork and a motivated workforce
The sensitivity of the system to down-time requires that problems are solved
quickly, and by all concerned. Problem solving and continual improvement cannot
be achieved without consultation and involvement of the workforce who are the
people on the shop floor that know the operations best.
Workers responsible for the quality of their own work
Workers on the shop floor should think of themselves as making parts rather than
just operating a machine. Non-productive costs such as education of the
workforce should be viewed as necessary.
Visibility of performance
Simple flow of material allows each member of the workforce to see how their work
fits into the rest of the factory, and therefore allows rapid problem solving.
Material Control in JIT: Kanban
Kanban
A card or docket that authorizes either processing of a part at a particular
workstation, or movement of parts between workstations.

Nothing can be made without an authorizing kanban from the next process
in line.
Kanban system ensures nothing is made that is not required, and
everything is made just in time.
Kanbans specify the item, number to be used in each batch, stocking
locations, the material required and where to find it.
Production-kanbans move with the parts as they are processed, with a
different production-kanban for each operation.
Move-kanbans remain between one workstation and the next.
In both cases there is a well defined quantity of parts referred to that are
kept in a container holding exactly that number.
A Kanban System
Kanban authorizing Kanban authorizing move from
production at workstation A workstation A to workstation B

P P M P

Workstation Workstation
A B

P P M

M
P M

Production transaction
Containers waiting Parts waiting to
to be moved to be processed at Move transaction
workstation B workstation B
The Kanban System
The amount of inventory in the system is determined by the number of kanbans.
If demand stops suddenly then production continues until every kanban is attached to
a full container. Represents the maximum amount of inventory possible.
If a reduction in inventory of the system is required then it is achieved by simply
reducing the number of kanbans.
Kanban system is highly visible. No need for extensive computation to track
requirements in the factory.
Only works well for repetitive production, and for a relatively stable level of demand.
Kanban is a pull system where parts are only processed at one workstation when
there is a requirement from the following workstation. In a push system parts are
continued to be processed at workstation A whether or not they are required at
workstation B. If they are not required at B, e.g. due to machine failure, then parts
processed at A queue up to be processed at B and inventory levels rise
unnecessarily and control of inventory becomes difficult. However, in the kanban
system if one workstation fails then authorization for movement to that workstation
stops and the whole process comes to a halt. The system therefore demands strict
discipline in maintenance.
The Design Core Market
Assessment

Specification

Concept
SELL Design

Thats another story!

Detail
Design

Manufacture

Sell